Hostname: page-component-78c5997874-fbnjt Total loading time: 0 Render date: 2024-11-10T11:56:13.179Z Has data issue: false hasContentIssue false
  • English
  • Français

Selling China Looking Back and Looking Forward

Published online by Cambridge University Press:  02 February 2015

Paul W. Beamish  and
Andrew Delios
Andrew Delios
Affiliation:
Department of Business Policy, National University of Singapore, Singapore
Get access Rights & Permissions [Opens in a new window]

Extract

One of the objectives of Yasheng Huang's book Selling China: Foreign Direct Investment in the Reform Era is ‘to gain a better understanding of the operations of the Chinese economy in the 1990s as well as its FDI patterns’ (p. 69). We have no disagreement with Huang's general argument that for much of the 1990s domestic Chinese firms were less competitive than they would have been if the Chinese government had not favoured state-owned enterprises (SOEs).

Similarly, while acknowledging the positive impact of FDI on China's development, Huang has real concern with FDI's disproportionately large role in the economy. He further feels that ‘some of China's FDI patterns may reflect institutional inefficiencies and weaknesses’ (p. 67). Again, we have no real disagreement that this was the case in the 1990s.

Type
Symposium
Information
Management and Organization Review , Volume 1 , Issue 2 , July 2005 , pp. 309 - 313
Copyright
Copyright © International Association for Chinese Management Research 2005

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Beamish, P. W. (1984). The long march to China trade’. Policy Options, 5, 6, 30–3.Google Scholar
Beamish, P. W. and Jiang, R. (2002). ‘Investing profitably in China: Is it getting harder? Long Range Planning, 35, 2, 135–51.CrossRefGoogle Scholar
Delios, A. and Beamish, P. W. (2004). ‘Joint venture performance revisited: Japanese foreign subsidiaries worldwide’. Management International Review, 44, 1, 69–91.Google Scholar
Delios, A. and Wu, Z.J. (2005). ‘Legal person ownership, diversification strategy and firm profitability in China’. Journal of Management and Governance, forthcoming.Google Scholar
Miller, R. R., Glen, J. D., Jasperson, F. Z. and Karmokolias, Y. (1996). ‘International joint ventures in developing countries’. IFC Discussion Paper 29, International Finance Corporation, Washington, DC.Google Scholar
Toyo, Keizai, annual editions, Kaigai Shinshutsu Kigyou Sourankuni Betsu. Tokyo: Toyo Keizai.Google Scholar
Zeng, M. and Williamson, P.J. (2003). ‘The hidden dragons’. Harvard Business Review, 81, 10, 92–9.Google ScholarPubMed